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Introduction

�������� has recently announced the addition of HR expert Geoff Lloyd to its Board of Directors. With over 35 years of experience in leading human resources departments for esteemed FTSE 100 firms like Meggitt, Serco, and Airbus, including a 16-year tenure managing large HR functions, Geoff brings an unparalleled wealth of knowledge and expertise to our team.

Eager to soak up his knowledge, we had the privilege of sitting down with Geoff to delve into his extensive experience and insights. Here’s what he had to share:

Firstly, thank you so much for your time today. One of the first questions we ask new employees is whether they have a fun fact about themselves and so to kick this off in a slightly unconventional manner, we would love to know if you have a fun fact about yourself?

Haha, that is a good question! I have worked in every continent in the world except Antarctica.

That is a very fun fact! I guess we should probably now ask a more standard interview question. Would you be able to tell us about your journey into HR?

Sure, so part of it is luck I would say: During my undergraduate degree (BSc in Public Administration), I did a placement year in the personnel department of Gloucester County Council. When I started that job I felt like I finally found something I was great at and the person who ran the department was amazing, providing me with lots of great experience. In many ways, I wanted to be like him. He actually did a Masters degree in HR at Aston University – at the time, only two universities offered that program (LSE and Aston) and after doing some research I was set on enrolling at that same program at Aston which he was very supportive of.

Great. Would you say you have any particular career highlights?

Yes definitely. I would say a big highlight is the people I have worked with – I have been lucky throughout my career and have worked with some remarkable people who have really enriched my life.

In terms of my achievements, I was the youngest VP of Nortel, which had 100,000 employees at the time. In this role, I had the opportunity to live in France and America, which is where I spent the majority of my career.

Another highlight is my time at Megitt. In particular, I was responsible for developing a big cultural change program that was enrolled through the whole company – from the production floor to the CEO. This was very successful and resulted in world-class employee engagement levels.

What are some of the key shifts in HR you’ve seen throughout your career?

The landscape has changed quite drastically throughout my career. When I started out, it was a very white male-dominated field which was all about compliance, enforcement and telling people what to do. As a leader you were encouraged to appear “hard”, and the field was dominated by a certain type of character. Overall it wasn’t a very nice environment to work in which is one of the reasons why I went to work in the US. I would say that HR has evolved to be a lot more about being thoughtful and inclusive Today. While some critique this evolution as 'wokeism,' it has undeniably contributed to creating a workplace environment that is far better than it ever was.

Would you say your leadership style adapted with these changes?

Yes, I would say my leadership style changed dramatically. One of the companies I worked at, Nortel, was really progressive and so that provided me with great opportunities to learn. Interestingly, I think becoming a dad had the most profound impact on my leadership style. It prompted me to reflect on how I interacted with others and I realised that in order to become the best parent I could be, I needed to focus on listening rather than being the alpha leader I was encouraged to be. I then saw this change how I worked with people – people wanted to work for me and productivity increased!

Do you think there are any unique challenges HR leaders are facing today?

This may seem cynical but I  think a big challenge is demonstrating impact. Companies are currently investing a lot into HR and it’s important that these department demonstrate a return on investment rather than just talking. Understandably not everything can be demonstrated quantitatively but it is important to show that you are delivering around the organisation’s strategic goals.

HR plays a very special role within organisation's, engaging with everyone from new hires to the CEO. When leveraged effectively, HR has the potential to drive substantial positive outcomes, from future planning to immediate responsiveness. This includes fostering a truly inclusive workforce, which I've seen consistently correlates with improved mental health and higher productivity and performance.

Looking forward, what trends do you think will shape the future of work and how should companies prepare for these changes?

I think there is a lot of anger in the world at the moment, whereby people don’t feel included. I think commercial business has a big role to play for younger generations. In many ways things are much harder for them now such as buying houses but business, and HR in particular, can help. Things like apprenticeship programs and graduate schemes can help. It’s important programs like this are built – they make society economically more wealthy and individuals more wealthy in terms of soft skills and experience.

In your opinion, what are the critical skills HR professionals need to develop in order to stay relevant over the next decade?

Solid professional skills are definitely essential. Even for generalists, it's important to understand key areas like employment law and compensation. Being good project managers is also crucial, as HR professionals often juggle multiple projects at once. Additionally, relationship-building skills are vital; you need to build meaningful connections with people from all backgrounds. Lastly, strong analytical skills are becoming increasingly important as data-driven decision-making grows in HR.

We have a few questions about your decision to join the �������� board. Could you please start by explaining how you first discovered ��������?

Sure. I have actually known Riham (�������� co-founder and CEO) for a long time. I was first introduced to Riham a few years ago by Steve Garnett who was already on the �������� board. At the time myself and Steve were on the board for a company called Fairsale which was eventually sold to Sage. I have always had a huge amount of respect for Steve and so when he suggested that I meet Riham, I knew it was worth exploring further.

What motivated you to join the �������� board?

I was really impressed by Riham and her mission. Fairness is at the very core of ��������’s mission, and it’s a mission I deeply resonate with. Throughout my career, fairness has been a fundamental value for me—striving to be fair and creating an environment where everyone feels like they are treated equitably.

How do you envision ��������’s role in the future of HR technology?

For me, �������� stands out from many other organisations due to its unique approach to challenges. While many companies act like large electronic filing cabinets, gathering data to address challenges, �������� focuses on fairness and builds its technology around this principle. By prioritising fairness, �������� ensures its products continually evolve as new ideas and solutions are developed. This forward-thinking approach positions �������� to significantly influence the future of HR technology.

Is there anything in particular that you hope to achieve with ��������?

I'm genuinely passionate about ��������'s mission. Even if I only contribute in a small way, I am very happy to keep working towards making the workplace fairer.  Over the years I have amassed a lot of experience in HR and so my goal is to leverage this to contribute meaningfully towards ��������’s mission.

Amazing! We are all very happy to have you on board. Before we finish up, it would be great to know what skills or traits you think are essential for being a good HR leader?

I like to use the Yin and Yang analogy when evaluating great HR employees. To me, this represents an equal balance of empathy and courage. I've found that excellent HR leaders consistently demonstrate the ability to balance both of these qualities effectively.

That’s really interesting! Lastly, do you have any advice for HR professionals today who are looking to make a significant impact on their organisation?

Absolutely! I would say there are two main pieces of advice. First, take the time to thoroughly understand the core purpose of your organisation and how things get done. This foundational knowledge is crucial before you can determine how best to contribute. Second, be brave! Embrace any fear you might have and push forward - It's important to take bold actions to drive meaningful change.